When it comes to introducing yourself to colleagues you don’t know, do you avoid introducing yourself at all costs? Perhaps you are highly uncomfortable or severely under-skilled. Much like getting a flu shot, you want your introduction to be quick and painless. In fact, you wouldn’t introduce yourself to others at all if you could avoid doing so. Do any of the following “Avoider” characteristics seem familiar to you when you think about introducing yourself to others?
Presence is the tangible ways in which you connect with others. This is the place where activities and behaviors that help you be seen in your organization and industry exist. When you work to build your presence, you are seeking physical ways to connect with others as well as contribute to your organization and industry. You cannot be visible if you are not seen by others!
Being visible is critical to your long-term success in your fast-moving, ever-changing organization. When you think about being visible, consider that there are three levels of visibility: low, medium, and high. The two levels that typically impact you are your personal visibility and the visibility of the work that you do.
You live and work in an increasingly transparent world, yet you find yourself less visible within your organization. You live and work in a time where the ways you can connect with one another are endless, yet you feel less connected with your colleagues. It seems counter intuitive, doesn’t it?
It is important to recognize that visibility and value are deeply symbiotic in your organization and industry. You already know that professional risks exist for busy business professionals who are invisible or undervalued in their organization. You do not want to be visible without providing value, and it is hard to demonstrate the value that you provide if you are invisible.
Research tells us that how we define something dictates the activities we subscribe to it. There is a famous example from the turn of the 19th century that illustrates this point. In an effort to change how the public perceived his company, the president of a railroad company declared, “We are not a train company – we are a transportation company!” Suddenly, by viewing his organization as a provider of transportation and not just an owner of trains, he created new customer perspectives and business opportunities.
The frequency and pace of change in your organization, the exponential growth of your professional transparency, your lack of energy to connect with others while employed (visibility), and your lack of energy regarding your performance assessment (value), all create professional risks for you. With increased turbulence in your organization resulting in roles, responsibilities, and relationships changing with great frequency, your ability to benefit from the development of organic relationships (ones that grow naturally over time) or purposeful relationships (ones that you proactively create with a goal in mind) is being seriously eroded.
Another reason networking while employed and performance appraisals are becoming increasingly ineffective is the explosive growth in professional transparency. As recently as seven years ago, unless the subject of your search was your favorite movie star, rock star, or politician, your ability to find details about another individual was challenging. This was not due to your faulty research skills – information about an average individual simply did not exist publicly.
Frequency of change refers to how often it occurs. There was a time when organizations were proud of their stability and consistency. Acquisitions were infrequent, and words like “right-sizing” and “down-sizing” were not in the dictionary. Your job description had not changed for years.